Core Viewpoint - The article discusses the evolving landscape of Chinese enterprises going global, emphasizing the need for deeper integration into global supply chains and the importance of adapting to new economic realities amid ongoing U.S.-China trade tensions [3][4][8]. Group 1: Global Economic Context - The ongoing U.S.-China trade talks are seen as both a risk mitigation opportunity and a new round of strategic competition [5][6]. - The global supply chain is undergoing significant adjustments, and Chinese companies are at a pivotal point to redefine their roles in this new environment [3][4]. Group 2: Chinese Enterprises' Global Strategy - Chinese enterprises are encouraged to move beyond mere product exports to actively participate in global production, research, and sales, enhancing their competitive edge [15][19]. - The importance of technological innovation, particularly in AI, big data, and cloud computing, is highlighted as a key driver for enterprises going global [12][13]. Group 3: Sustainability and Brand Influence - Green and sustainable development are becoming critical considerations for Chinese companies as they expand internationally, showcasing their commitment to global environmental standards [16]. - The growing international brand influence of Chinese enterprises is noted, with efforts to participate in global governance and standard-setting [17][18]. Group 4: Challenges and Opportunities - The article identifies the need for Chinese companies to build a "true going global" capability, focusing on geographical, cognitive, and value chain dimensions [38][39]. - It emphasizes the importance of local integration and understanding cultural nuances to avoid pitfalls in foreign markets [41][43]. Group 5: Strategic Insights from Experts - Experts suggest that the current trade environment necessitates a strategic shift for Chinese companies, moving from cost-driven decisions to value-driven approaches [22][25]. - The article also warns against the pitfalls of assuming that domestic strategies will directly translate to success in international markets, advocating for a more nuanced understanding of local dynamics [46][48].

Core Viewpoint - The article discusses the crisis management strategies of Haidilao, emphasizing the importance of brand narrative and effective communication in handling public relations crises [4][10][36]. Group 1: Brand Narrative and Crisis Management - Haidilao's brand narrative includes principles such as "changing fate with both hands," "apprenticeship system," and "extreme pursuit of customer experience," which form a coherent structure for brand storytelling [3][4]. - The company faced a significant crisis in August 2017 when a serious hygiene issue at its Beijing store was exposed, leading to widespread media attention [5]. - Haidilao's response was swift, acknowledging the issue, issuing an apology, and committing to comprehensive reforms across all stores, including transparency in kitchen operations and enhanced internal management [6][7]. Group 2: Recent Controversies and Responses - A recent incident in February 2023 involved two minors misbehaving in a Haidilao restaurant, which sparked public outrage and raised questions about food safety and management practices [12][30]. - The company's initial response focused on giving minors a chance and threatened legal action against those who spread the video, which was perceived as a misjudgment of public expectations [13][29]. - Haidilao later offered full refunds and tenfold compensation to affected customers, indicating a sincere attempt to address the situation and restore trust [14][38]. Group 3: Public Perception and Communication Strategy - The article highlights the importance of understanding public sentiment and the potential pitfalls of labeling individuals as "malicious spreaders," which can alienate the audience [18][23]. - Effective crisis communication should focus on empathy, clear messaging, and maintaining trust, rather than merely reacting to social media trends [37][46]. - The article warns against the trend of treating crises as marketing opportunities, emphasizing that genuine crisis management should prioritize restoring organizational reputation and addressing structural flaws [39][59].